Attending networking events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

ICD-10 Program Director (2013 – Present)Provide Program Management expertise and oversight to the daily operations of the ICD-10 initiative as well as other projects including management of external vendors assigned to the initiative. Monitor progress in terms of the status of the plan and the budget and report status to the Executive Steering Committee.Human Resources / Payroll ADP and Kronos Enterprise Model Implementation (2011 – 2013)Project Director for the overall Enterprise Model related to the Implementation of the ADP COS (Comprehensive Outsource Solution) and implementation of Kronos 6.3 in support of an Enterprise Model Approach and Standardization efforts for thirteen (13) Regions and 22,000 employees with an overall seven year cost savings over $32M. Kronos 6.3 implementation has been completed and the project is in the process of completing the ADP Enterprise model. Successful in negotiating with third party vendors, project savingsResponsibilities include working directly with Executive Level Project Sponsors, Steering Committee, Regional CEO’s, CFO’s and HR Vice Presidents and leading supporting Project Managers, and an overall project team size between 60 – 80 including client team members and vendors and vendor management.Project Director / EHR / EMR Allscripts (2010 – 2011)EHR Program Director for the overall implementation project related to Allscripts and CGM. Responsible for leading a team of 30 plus resources to implement Allscripts v11.1.7 Enterprise and upgrade to v11.2 and CGM v3.6 in 10 - 15 ambulatory clinic settings and to achieve compliance for Meaningful Use and Patient Centered Medical Home. Enterprise model has been developed and implemented

Direct Reports 5 – 8; Consulting Director and Subject Matter Expert in the Consulting Services Business Unit, responsibilities include the development and leadership of the National Consulting Services in the area of Project and Program Management including: • Tactical Direction of the Consulting Practice • Proposal Development including Project Pricing• Sales Support• Staff Management and Talent ManagementUtilizing these services, I have been successful in overall client Implementation Delivery. Client delivery has continued to be enhanced by developing solid Project Governance Process enabled by effective project tools and templates which I have developed over 50 templates and made available to our National Practice. The effective Project Delivery Tools included:• Overall Project Scorecard / Dashboard;• Internal Project Management Tracking Scorecard;• Formal Project Change Control Document;• Development of a web based Risk and Issues Application; and• Utilization of Client Quarterly Review to manage Client expectations.Based on leading practices, I have developed baseline Implementation Methodologies for both Project Implementations and delivery as well as how to effectively implement a successful Project Management Office (PMO) or “Turn-Around” of failed Project and PMO’s. Projects range from sales, scope development, execution and “Go-Live”, including system or data conversions onto new platforms. I have assisted in leading in the development of a total Electronic Medical Record (EMR) Implementation Solution for the Rural and Community Hospitals in support of achieving “Meaningful Use”.

Accenture LLP acquired Capgemini U.S. LLC’s North American Health Care Consulting Practice in its entirety on June 16, 2005. Capgemini U.S. LLC acquired the Ernst & Young LLP consultancy practice in its entirety on May 20, 2000. Personal responsibilities included Establishing, implementing, and operating the Program / Project Management Office (PMO) infrastructures for both new and existing projects relating to Clinical (Cerner, SMS / Siemens and Eclipsys) and ERP (Lawson) applications and as well as Medicare Payor projects. Direct Coach Reports 6 - 8.Client services have included directing the daily functions of a PMO, managed educated and trained Client Executives, Project Managers and all Team Members to ensure tight, effective and successful project results, including internal Executives, Managers and Staff. Based on Client needs, represented the firm at Monthly Board / Executive Meetings on overall project progress. Lead initiatives for the development and creation of leading practices and education in Engagement Management for the National Healthcare Practice, of Accenture.• Directed all project controls for over very large teams supporting technical and clinical resources. Organized Project Charters, workplans, issue and status reporting to support actual project scope, deliverables and project team resources. Developed a system and database to assist in the resolution and payment of vendor billing errors.• Project Manager on site for one the largest healthcare providers, had responsibility for thirty-eight (38) Hospitals as they were converting into a centralized Regional Business Office (RBO).• Created individual access databases used in the National Healthcare Practice to manage and track issues, change request, deliverables, testing and team members. This resulted in a significant project effort reduction and created effective management of these respective areas.• Assisted in the development of an Information Technology Tactical Plan

Accenture LLP acquired Capgemini U.S. LLC’s North American Health Care Consulting Practice in its entirety on June 16, 2005. Capgemini U.S. LLC acquired the Ernst & Young LLP consultancy practice in its entirety on May 20, 2000. Personal responsibilities included Establishing, implementing, and operating the Program / Project Management Office (PMO) infrastructures for both new and existing projects relating to Clinical (Cerner, SMS / Siemens and Eclipsys) and ERP (Lawson) applications and as well as Medicare Payor projects. Client services have included directing the daily functions of a PMO, managed educated and trained Client Executives, Project Managers and all Team Members to ensure tight, effective and successful project results, including internal Executives, Managers and Staff. Based on Client needs, represented the firm at Monthly Board / Executive Meetings on overall project progress. Lead initiatives for the development and creation of leading practices and education in Engagement Management for the National Healthcare Practice, of Accenture.• Directed all project controls for over very large teams supporting technical and clinical resources. Organized Project Charters, workplans, issue and status reporting to support actual project scope, deliverables and project team resources. Developed a system and database to assist in the resolution and payment of vendor billing errors.• Project Manager on site for one the largest healthcare providers, had responsibility for thirty-eight (38) Hospitals as they were converting into a centralized Regional Business Office (RBO).• Created individual access databases used in the National Healthcare Practice to manage and track issues, change request, deliverables, testing and team members. This resulted in a significant project effort reduction and created effective management of these respective areas.• Assisted in the development of an Information Technology Tactical Plan

Direct Reports 5 – 10; Responsibility for part of the Lawson National Practice, including Executive Level Client facing, sales support and pricing. Responsible for the development of the methodology and management of various Lawson implementations.

Supervising and performing financial and business office audits including regulatory compliance of Columbia owned hospitals. Assisted the Director of Internal Audit in the development of an implementation plan for the start-up of the Dallas based Audit Department and responsible for new-employee hospital orientation and staff training. Effectively supervised and trained audit staff to be innovative, flexible leaders with an emphasis on getting the job done correctly to achieve audit objective within the annual audit plan. Developed and successfully completed the “Fast Track Training Program”, a proactive approach gaining a solid knowledge basis of hospital accounting (Revenue Cycle) including regulatory compliance, managed care, and third party.

Direct Reports 5 - 8: Successfully lead the Lawson Software (Financial Applications) implementation from the AS/400 to Lawson on UNIX. Supervised the general accounting functions, responsible for the monthly corporate financial statements, external audits, and performed financial vendor audits